Episode 91 Podcast Transcript

Speaker 1 (00:00:01):

Different person. When I show up every day, I speak differently. The conversations we’ve had with other guys, it’s just different conversations. So that’s just come from mindset and the confidence I’ve built around that too. I’ve got confidence in my belief system and the confidence what I can achieve personally.

Speaker 2 (00:00:27):

Hi everyone Rob Kropp and Dan Stones here from Pravar Group and welcome back to another episode of The Trade Den. Good to have you back. Dan, how are you?

Speaker 3 (00:00:34):

Hey Rob, very good to be back. Looking forward to today. Another client feature. We’ve had some rippers lately and today’s going to be no exception, I’m sure of it.

Speaker 2 (00:00:42):

Yeah, absolutely. Should we, what do you think Dan? Should we give Grant a big warm welcome?

Speaker 3 (00:00:47):

Yeah, cue the streamers and the whistles and all that sort of stuff. Grant Hateley from Hateley Construct. Welcome, how are you?

Speaker 1 (00:00:53):

Yeah, good, thanks guys. Thanks for having me on. Long time listener. So when I got the nod to come on, I was all about it.

Speaker 3 (00:01:04):

You were keen, you were ready for a live session, you were even like, can we record it in person? Which is rare, but we liked that attitude, we liked that positivity. It was good to see.

Speaker 1 (00:01:13):

Yeah.

Speaker 3 (00:01:14):

Excellent. Hey, let’s kick in with just getting to know you a bit. So where are you situated? Tell us a little bit about growing up and yeah, the business you’re in. So just let’s get to know you a little bit to start with.

Speaker 1 (00:01:27):

Yeah, so Grant Hateley business is Hateley Construct are doing custom builds in the Golden Valley, typically doing four to five houses a year and got a team of 15, got a team of 15 now. So it’s, it’s going good.

Speaker 3 (00:01:52):

It’s bit of an understatement I think. Rob, they’re pretty schmick houses. If you look at some of the socials and the videos that go up, they’re pretty good aren’t they?

Speaker 2 (00:01:59):

Yeah, they do some beautiful, you guys do some beautiful work and yeah, you’ve will no doubt get into the stories today around the awards you won and the epic results you’ve achieved over the last couple of years. But a bit about you personally mate. Tell us a bit about you as a young fella, what was Grant like?

Speaker 1 (00:02:14):

Yeah, so I grew up on a farm just between Seymour and Nagambi so obviously typical farm boy growing up but was into my sports playing footy and cricket. They were pretty big in my teens but growing up the family farm was a 400 acre farm along the Golden River, so it’s very fortunate to grow up on the property that we did. Learned a lot about just working work ethic and all that kind of stuff. There’s lifelong lessons growing up on the farm.

Speaker 3 (00:02:57):

So were you an active kid? I’m imagining all kinds of adventures during days and sort of running around or were you a farm worker kid? Were you literally doing jobs all day?

Speaker 1 (00:03:09):

Yeah, during the high school years I’d get home even probably primary school I’d get home from school, I’d pick up the bike from the bus stop and race something, change my clothes into my farm clothes and then off I’d go to find the old man. He would work, he’d be ways out working, so they were the good days back then growing up on the farm and I’d always just go home and get the dog and to him on the front of me bike and usually he’d he’d the other dog bark and then he’d to me up to the shed and yeah.

Speaker 3 (00:03:46):

Nice. Excellent. Have you got brothers and sisters?

Speaker 1 (00:03:49):

Yeah, we’ve got two older sisters. I’m the youngest so a bit of a mother’s boy, buns boy growing up. But yeah.

Speaker 3 (00:03:57):

Nice and school, what sort of student are we talking about? Was it a race to get home or did you like to hang around or was it a race to get onto the footy field or the cricket pitch.

Speaker 1 (00:04:08):

High school? The high school days, I never liked high school. I always wanted to go to school but I wasn’t a grade student, hated English. I’m pretty, I’ve got a fond memory of my sister doing my Montana essay for me. My sister was an A plus student and when I had to do the essay from Montana, I couldn’t even read the book, I wouldn’t be able to tell what it was about, but the sister wrote an essay for me and she to dumb it down a little bit to make it, not so much to make it not so to realise that the teachers didn’t know that I didn’t, didn’t write it. But yeah, not too obvious but I got a big plus for that and pass. But then mass I was never really good at math at high school.

(00:05:04):

I call it dumb mass but I think it was called VCAL Mass. I did VCAL mass during high school. But yeah, so I was an okay student. I liked the sports, I liked the tech side of things. I did all the woodworking, the automotive and the sheet metal. That was what I really enjoyed about school was just all the tech. I went a tech high school so parents didn’t waste any money sending me to any private schools my sisters went to but so that was probably the bit I enjoyed about high school was the tech side of things. Nice.

Speaker 3 (00:05:37):

Did you have an eye on a trade as you were doing that or was just the thing you liked and you couldn’t wait to get out of school and you’d figure it all out later on? Was there a drive to get into trade?

Speaker 1 (00:05:47):

Well, always thought I was going to be a farmer growing up to be honest, but probably getting into my teens and then seeing what our family dynamic was. My dad was working seven days a week and we’d bloody be cut hay on Christmas day and all that kind of stuff. So being a farmer going through my high school years, actually it was talked about, I’m pretty sure it was talked about, but I think we would’ve had to sell the farm to get a bigger farm for both of us to be able to work on. It wasn’t big enough for both of us to make an income. But yeah, I think it was more just the social life of the farm that I didn’t like for the old man. If the old man didn’t have a sport he was just stuck on the farm.

(00:06:35):

And during high school I did some work experience with, I was more into during the high school years I was probably more into metal to be honest. I taught myself how to weld when I was like 10 or 12 up in the shed, just making roll bars in the back of me, paddock, baer and all that kind of stuff and making work benches and stuff out of scrap steel or built skate ran for home but probably metal work was probably my select choice and that’s where I did most of my work experience going through high school was doing metal work and it wasn’t until you end of year would’ve been year 11, I think I did halfway through year 11 in the mid year break I went and did two weeks of work experience with a local builder and loved it. I actually vividly remember, I even know that I even vividly remembered the job site and what I actually had to do on that day and one thing that point struck with me was the most important room to get right is a toilet and it still sticks with me today because a client sits down at the toilet and they are looking right at your work.

(00:07:45):

So that still stays with me today and that was on literally the first, my introduction to building was that. And then at the end of year 11 I went and did another two weeks in the school holidays, another two weeks and he offered me apprenticeship and obviously I was under age so he sent me to do, I did a pre-apprenticeship I think it was called, it was like a three month pre-apprenticeship, which I did up in Shepparton. I went back to school on first day of year 12 and so I not come back, got an apprenticeship and pretty much left school so I was 17, I didn’t turn 18 until August so I was 17 and didn’t have a licence. So the first three months of the chewed up doing the pre-op probably was around Easter. I think that finished up and then I’d get picked up when my parents would drop me at work till I got my licence. But that’s how I got into building was just with a local reputable guy that man played cricket with.

Speaker 3 (00:08:54):

Was it love at first sight at that point? Was it then you obviously liked the first experience, did that hold or did you have any aspirations or did it ever wobble or was it like I found my place and I’m ready to kick on.

Speaker 1 (00:09:09):

Once I started and probably what made, what I did love about it was just being around the guys on site rather than being on the farm. The old man was just being attracted by himself with his thoughts all day where I just loved that social side of things. I was a social kid anyway during high school. So yeah, I really liked the social side of being at work as an apprentice as well. And it was clean, it was clean work and what I didn’t like about metal, you’d burn yourself welding or you come home and got grease all over. I did a bit of a pretty.

Speaker 3 (00:09:45):

Not down for that. When did the first glimmer of, I want to start my own company madness start for you.

Speaker 1 (00:09:54):

Yeah, so fast forwarding through my apprenticeship, probably when I look back at my apprenticeship now and even just coming out of my apprenticeship, I stayed with Craig for two years after my apprenticeship or two or three years, but there was no kind of growth, there was no growth and no offence to him but there was no growth within his company and I outgrew in pretty quick so it was a bit of a natural on a flip to go do my own thing and I was probably very, I’m a very ambitious person and always wanted to do better and I think at that point when I really at the end of my apprenticeship, I loved building by that point, I loved it. I still love it today but towards my interview, my time with Craig, he was starting to get into the bit more of the custom architectural builds.

(00:10:39):

I think I did two for him at the end over the sea cookie cutter, brick vineyard kind of standard houses and that’s probably where my passion lied then was it still is now obviously, but it was just that more the custom stuff. And when I left him I went down to Melbourne and did a bit of work down there and worked with another guy and we were just subbing around a little bit and then it was 20, I was 25, so two years before that took me two years to get registered. Then I got registered when I was 25, but I started small really my first job was first job contract was like 250 grand or three 50 I think. And then it was just a slight really slow progression. It was just me and another bloke at that point, me and apprentice.

Speaker 3 (00:11:29):

Did you get any sense of it was a trouble, it was what you were going to stick with. How did you balance, I suppose my question is how did you balance the ambition with the identity of you being a builder? You had already been a builder. How did you come up with this idea that it’s time to step up in the first instance and grow this business or become more of a business owner than a tradie?

Speaker 1 (00:11:51):

Well, at the start, well when I think about business, I wish I knew coaching was the thing when I first started, but I could definitely say I wasted the first, I’ve been registered for 11 years now. The first five years I’ve really just worked for wages because when I first started, the only thing that I knew, I knew how to build a house, I had no idea about business. And I think even when I started coaching I didn’t even know how to read a pen l properly or anything like that. So I just really just fluffed the first five years and just working for wages. Back then I was charging 10%, this is this one I was charging 10% or 12% markup on my jobs and really didn’t have any idea about operating expenses and overheads and I was just the more more you worked, the more you got paid sort of thing.

(00:12:52):

That’s the thing that kind of got me through was just that work ethic I had from growing up on the farm, which and my wild man work was just, I was just work and when I was probably in my first years I remember where I was living, I was single at the time. I’d get home at four or five o’clock, have dinner and then I would sit in the office till I’d actually get a bit of a run on every, we just stop texting girls and all that kind of stuff at nine 30 and they’d go to bed, I’d get a crack on and work from 10 till midnight, that’s when I’d just did most of my stuff and then go to sleep for five hours, get up and still it all again. That was life pretty, I loved it, didn’t know anything different and I didn’t know how at that point I didn’t have any really pain problems.

(00:13:44):

I just didn’t have any real overheads in the business. So I was, I just getting paid for my work and my overheads were just paying my overheads but I didn’t really know what overheads were back then. But then I had the opportunity in 2000 and 2018, 2018 to build winery in local winery, Fowlers Wine. That was the kicker. So that was the really thing that really boost boosted us. But I built that winery on a handshake agreement, which is pretty crazy to think about. And I just set really good hourly rates and I had got no, how I was making the money was off the hourly rates really, I built the team, I think we had six or seven chippies on site every single day. So actually I did quite well of it. I didn’t get rich off it, but that really put us on the map, that build and I got a lot of exposure from that. Oh, he built house wine and boom, I was the man. I got another couple of jobs straight off the back just getting that job. But when the pain started coming, I had a team, I had overheads and I didn’t know how to manage it, didn’t know how to manage a team, just rock up on site and let’s just get into it sort of thing.

Speaker 3 (00:15:04):

Yeah, well you would’ve been the mindset that we see all the time, Hey Rob, about the longer and harder I work, the more money I make. It’s the epitome of where a lot of guys find us.

Speaker 2 (00:15:15):

Yeah, definitely. And especially for a builder, always there’s that one job that becomes a turning point and that was for you. I remember that was the job, that was just before you got into coaching from memory and it was a bit of a marque job in the local area. Did a beautiful job, incredible quality. The workmanship was amazing. You got featured for some stuff in it and you’re right, the demand increases, increased, the pipeline started filling up, you had people in around you and all of a sudden it’s like, hang on a second, we’re starting to run a real business here and this is where the wheels kind of fell off. And that was the situation you found yourself in, wasn’t it?

Speaker 1 (00:15:52):

Yeah, and I was that typical wearing all your hats, but I didn’t know that. I didn’t know I was wearing all the hats because I just didn’t know you dunno what you dunno. And that’s why I was estimating at nighttime. I think my sister may have been helping me do the books at that point. And I even remember going to the accountants, I actually took my dad to the accountant. I didn’t even understand we just losing money, haemorrhaging money and I’ve spent in and sat in and sat down and he was like, oh he made a lost. I just couldn’t comprehend it. I just didn’t know what was going wrong. And I think probably after that meeting I just look around, I look at other builders not in our area. I think the builders in our area have not really gone super well. They’re the old school, old school builders. But I looked at other builders and follow up obviously follow guys on Instagram and all that kind of stuff. I’m like we just had that thing of how did they get there, how did they get there? And then coming into coaching, I didn’t even how that kind of come about. It was actually pro lines feature they did that just spoke to me and obviously clicked on that. Clicked on the link to getting on a call with Rob and I remember that call with Rob like it was yesterday.

(00:17:16):

I cried after the phone call. I’d realised how badly of the situation I was in at that point, but I took one of the biggest massive nugget off that phone call. I was just about to submit a tender for $2.2 million commercial building in Seymour and Rob asked me what I was charging, I was saying I was charging, I think it was 12% markup I think it had on the job. And Rob’s like, mate, that’s way too low. You got to get that up. Should be up around 17, 18. Literally just went straight in just, and I still didn’t know the difference at this point between markup and margin at this point either. So I was in build act at the time build act doesn’t do margin, so it was still markup. So I just took what I grabbed off that phone call and moved a number up to 17% markup still and did really well at that job. I think that that 2021 year we made was an uptick and then that was 20, I think it must’ve got into leverage half sort of in the middle of 2020. COVID did leverage through 2020 I’d say. And then when I got into lifestyle, I probably got into now thinking about it now with all with you how having launched leverage and lifestyle, I probably got into lifestyle too early. I think the first 12 months I was still trying to work out and implement stuff from leverage I think yeah, that was the start of the journey.

Speaker 3 (00:18:59):

What did you feel like coming in? Just talk us through. I remember leverage because when I came on you were just going through there and became my training video, so I sort of felt I knew you before I knew anyone else in the business that crew. So how were you feeling going through that? Was it a natural, I’m on my way and this is going to help me or was it literally I’m feeling like I’m a mile behind and where am I at? What was it a course correct at that point or was it just literally a face the facts in terms of shit, where am I and what the hell is this world I’ve walked into now?

Speaker 1 (00:19:29):

Well the feeling I had when I first started, well the feeling I had when I got into lifestyle, even though I felt like a very small fish in a massive pond, I knew that was the place I needed to be. But let’s go back to leverage. When I started working through leverage, I just was so overwhelmed with how much I didn’t know, I didn’t know how much I didn’t know and I was only just grabbing things. Obviously I’ve been in for a while now, but you only grab things that are relevant to you at that point and that’s where you grab the nuggets. So obviously the pain points I had at that point, they were the things I was going onto and implementing. So obviously coaching and business, it’s a long game. So going through leverage, yeah, it was just huge. It was a huge shift of right, these are the people that are going to get me to where I need to get to. But obviously at that point I didn’t think how long with that journey it was going to take either. And when I probably got into coaching, I probably thought it was all this about right, this is going to be it. I’m going to make a whole heap of money here. But quickly realised that coaching wasn’t about making money, coaching was about personal development and that’s what really got me excited was and I enjoyed that part of the self-developing part.

Speaker 2 (00:20:55):

Especially for a builder. The journey always takes longer for a builder because where you started, I remember our first call and because you were like, when I asked you about your pricing, you’re like, oh, I’m charging 10 or 12% markup. I’m like, mate, you’ve got to be at 15, 20% margin, not even markup. And even that one shift for you was a game changer that completely, I remember you texted me after that going Rob, that just broke my world and that’s the best thing I’ve ever heard. And so even that one distinction, but for builders, the journey is always longer because the time from making a change to actualizing that change takes so long for you to, you were lucky that you were able to get that learning around pricing and just sneak it in on a new job that you were going to be doing.

(00:21:41):

But if you were just quoting a job, the gestation period from starting a quote to landing the quote to getting on site can sometimes be six or 12 months. And that’s why the change process for a builder is for so long. But luckily for you in that early phase is you’re able to get in and start making such a big change to your pricing already, which was, and I can understand why you got so emotional after that call is because you finally had the realisation is now I know why we’re growing, but why we’re growing broke and why are we losing money and why are we not making the money that we want? Because it’s almost like you finally had the answers, the start of the answers, wasn’t it?

Speaker 1 (00:22:21):

Yeah, the start of the answers. Yeah, it’s pretty wild to think back of what I was actually doing at that point and I wasn’t running a business, I was just still a chippy at that point trying to figure it out. If I make a change today, I’m not going to see them for 12 to 18 months. And we’ve spoke about that probably back in 22, 23 before I did make all that change. It took 12 months for me to get it. Yeah.

Speaker 3 (00:22:52):

Did early days coaching, you talk about you found out what you didn’t know and it was all a new world doors were opening up and it was like holy shit, this is mind blowing. Did that dent your confidence do you think? Or did that fuel the flame? Where did you land on that spectrum of I’m now on the back foot and who am I to have this success or was it literally I’m on my path and let’s gallop towards this thing? Was it a slow burn or a quick burn?

Speaker 1 (00:23:18):

No, I think even with coaching and I vividly remember Rob pulling me and Tom Adoc up at one point, but when I got into coaching, especially into the lifestyle and found my feet a little bit and got comfortable with everyone, I probably just thought it was just going to happen. I’ve got coaching now, this is all just going to happen. And I didn’t put the work in and I definitely didn’t put the work in and I didn’t know I going and thinking about it now, and we will talk about this probably sooner, we go through the whole identity shift, but certain things weren’t showing up because actually I hadn’t gone through, I hadn’t done the work yet and I wasn’t doing the work. I’d say one thing and do another pretty much this is what I did that for 12 months and just thought. And actually when Rob brought us up, Tom and I were having a conversation in the corner up in Brisbane and we were just complaining and pointing at external factors, why certain things were still drawn in our world. And Rob says, fucking you two, you’ve been doing this for, you’ve been saying the exact same thing for the last 12 to 18 months, start doing the work, just follow the process. And was like that stuck with me. And then that I think probably wasn’t the start of it, but it was definitely him saying that it got to me, got to me.

Speaker 2 (00:24:49):

Why did that conversation hit you so much? I remember that conversation, it was at dinner, a quiet dinner and there was a few more. You said it in a nice way. I was pretty direct with you boys, but why did that hit you so much in that moment?

Speaker 1 (00:25:03):

I just think I was watching the guys around me Excel. I was watching the guys around me in coaching, fucking doing awesome things and I was like, fuck, enough’s enough. Obviously coaching is quite a investment and I was getting a lot out of it personally, but I wasn’t in business. I was learning so much off the guys just around personal development and family and I was always just getting so much inspiration from the team, from all the other guys. But yeah, I just think that conversation was like, fuck, something’s got to change otherwise it’s not going to change. I’ll be here for another two years. And probably was off the back of that was just watching some of the guys, especially Simon Barker and Aaron Miller and Ahmad, just watching their stories, watching what they were doing and yeah, I just had to step up at some point.

Speaker 3 (00:26:06):

Did you ever get to a point where you felt like walking away from it, I remember watching your journey, there was times where it was like, is this guy into this? Is he going to hang here? What’s going to happen? No one could see what was going to happen, but where was your head at through all of this?

Speaker 1 (00:26:20):

There was definitely a point, and it might’ve been maybe end of 22 or 23 especially, it might’ve been 20, it must’ve been 23 because 23 was the year of the mess. Just made another fairly big loss for the financier and just like, fuck this, I’m going to wind things down. I was going to wind things, turn things down and go to a smaller team and just really consolidate. And I was actually in Rochester and Rob rang me up at the Admiral Field days and Rob rang me and I was saying, I’m going to going to sell home, I’m going to bank the cash and dial things down. And he’s like, no, you’re not selling your house, you’ve just finished it. It’s a beautiful place and you got to remember that you’ve fuck the goose that lays a golden egg. And I was ripping money out of the business to pay for stuff at home and I just had cashflow problems just all the time. He goes, how about you just start making profit? I’m like, yeah, that’s a good point. How about I do that? Pretty much. So that was a bit of a shift after that conversation too. Yeah.

Speaker 3 (00:27:37):

So these nudges that have happened along the way, obviously you get to a point where there’s a shift coming, there’s a point where you’ve had enough, the coaches that are around you are all pointing you in that direction. Does it happen? What gives after all of that, at what point did you reach this moment where there was obviously a decision to be made at some point? Talk us through where you got to in this sort of phase of time.

Speaker 1 (00:28:05):

Well, 2023 was the year 23. 2023 was the year of the mess. I had team culture problems halfway through the year, which was took a fairly big hit. I had to get rid of, got rid three guys that in my team, three senior people too. That was a hard thing for me to work through. And I was still just spread way too thin. I hadn’t delegated, I had a lot of work I hadn’t delegated on site, so jobs were just pushing, getting pushed out, schedules, just getting blown out. And we got up to probably in October, 2023, I realised I was going to hit a cash crunch and because two jobs were just being pushed out, one job out of our control join problems and we lost the cutoff date for Christmas in October, November and November, sorry. And then a job got pushed out and probably about 1.2 million worth of claims got pushed into the next year.

(00:29:10):

And at that point I had a massive cashflow problems as well because I was on stage claims, like stage claims, not monthly claims during 2023 as well. I had job management, I didn’t have a job management system, I was set up properly. I was jumping between Builders Act and Next Sphere and just I had this trait, I’ve always just one of these shiny apps and dashboards and just didn’t use the tools that were in front of me. So I went through whole 2023 with no job management system. It was just a bit of a mess.

(00:29:49):

And we got to, so in November I could see that I was going to run out of money in December with these claims. I didn’t have any business savings at this point either and had to borrow a hundred thousand dollars off my dad, which was fucking hard thing to do to go to him and say actually this I borrowed a hundred thousand dollars, but also this is the second a hundred thousand dollars that borrowed off him. They had to borrow a hundred grand off him in 2022 when the floods hit 2021 or I mean the floods hit because again, didn’t have business savings and was wet for three months and our progress claims just kept getting pushed out and I still had to pay the boys. And when I borrowed that first a hundred grand, just to go back a little bit, when I borrowed that first a hundred grand I thought in another month when I got those stage claims, I’d be able to pay back. I said, I only need it for six weeks, dad. So he gave it to me, but once that money’s gone, it’s fucking gone. It’s just not there. And then I literally had to do, I had to pay, I didn’t, was naive to think that I actually had to pay that a hundred grand back from profit. I wasn’t making profit at that point either. So here I am in November December, 2023, got a baby on the way, $200,000 owed to my dad.

(00:31:14):

And over that Christmas, that was tough. I was like, this is just shit. This is just not working for me. And when I borrowed that second a hundred grand now at $200,000, I fell so sick and the stomach, it fell at the biggest failure. And I do remember actually looking, I got up early my morning, I had a shower down the other end of the house be didn’t wake up and I looked myself actually looked, can you say you’ve got to look yourself in the mirror? I actually looked at myself in the mirror. I said, you can’t fuck this up, you’re not going to fuck this up.

(00:31:55):

And that was the sort of actually the process I went through. I looked back at the year had gone and I took all the shit that had just gone wrong with the team, how I managed the jobs, lots of things were going wrong as well and I just took, every time someone made a said, this has gone wrong, I said, okay, how can we do it better next time? So I just looked at all the things that were going wrong. I wrote ’em all down on a bit of paper and I looked at it over the Christmas break and I was like, right, this is what I’m going to do. And we’ve come back. So as soon as we come back in 2024, sat the boys down and told ’em the situation. So I was vulnerable with ’em, told ’em where I was at and where we were at and then I realigned the site boys.

(00:32:42):

I brought Alex and Jordy and Huey at that point into a site manager role and got really clear in their PD and got them humming on site, a set management meetings. I introduced pre-construction agreements and getting paid to do quotes. I put an estimator on in November, 2023, so he was kicking off and I had no money for this guy either. So got him dialled in at the start of 2024 because I just didn’t have the time to do the estimating. I had a massive pipeline as well at that point and then I had to look for myself. So that was the start of it. That was the start of it.

Speaker 3 (00:33:34):

Do you think, was this you doing what you knew you should have all along? Was it a moment of that or was it a moment of holy crap I figured this out? Or was there a realisation that this is all on me at this point? You’ve talked about all the things you did with other people on your team and in the business, but how much of it was you really just starting to accept the fact that you’d probably not done what you should have already?

Speaker 1 (00:34:00):

No, I still didn’t know at that point, I still didn’t know what I had to do personally. It took a little bit for me to not nut that out.

Speaker 3 (00:34:16):

Were you still grant the tradie at that time or were you grant the business owner but just not very good just yet?

Speaker 1 (00:34:23):

No, I think I was obviously off the tools. I was off the tools at that point, but I wasn’t a business owner. I wasn’t running a business. I still didn’t have, that wasn’t me. And I realised that I had the identity was that identity, how I see myself was a big problem. I was still wearing, so that’s why I wear a t-shirt now. I thought actually how I thought I was going to fix the identity shift was just if I just change my top and I’m wear different clothes on site. The boys actually didn’t pick me up on this, but I did. I just went and bought some white tops and I took inspiration out of from Rentzis actually because I’ve seen him getting around in black jeans and black boots and a black skinny and he looked for Polish and he looked like a businessman, but I don’t think I would pull off a duck ski, but he does. But I just thought the identity was just going to be, if I just show up differently and look different then I would become would change. But that wasn’t it.

Speaker 2 (00:35:29):

Where did that different conversation in the mirror when you had the shower up the other end, you had that different conversation, how was that conversation different compared to the you and Tom were having at the restaurant 12 to 18 months earlier?

Speaker 1 (00:35:42):

Well, I had to just really evaluate myself why certain things were showing up in my world and why the wheels weren’t hitting the tar. I just wasn’t getting traction, I just wasn’t getting traction with the tools. There was no consistency in what I was doing. I do say that I work on the cashflow of the pipeline plan for two weeks, but nothing was ingrained. And then actually Beck pulled me up one night, she’s like, well how do you never just show up to our financial meetings wondering why we’ve still got problems. You show up to your project management meetings or management’s approve. And I was like, that’s a good question. Why do I always just skip those meetings? And I was like, I show up to the project management meetings or meetings with the guys because that’s my comfort. I knew that inside out it was my bread and butter, but showing up to a financial meeting with Beck, I didn’t have the answers and I didn’t, didn’t know what I was talking about. So that’s why I was just kept kicking the can down the road and I just kept looking within and I put on my feedback forms I’ve put to Steve, I said, we need to have a chat about my mindset. And that’s what I wrote. I looked at it this morning and we get on the call, he goes, and this was after one of the masterminds, we were talking about mindset and values and we all the best of it.

(00:37:12):

And he goes, so what’s going on? I said, he just started unpacking things and we’re talking about beliefs. Yeah, beliefs. I mean it must’ve been after the January mastermind, sorry, I’m talking about beliefs, the belief system. And we started to unpacking that and he goes, what do you think it is? And I said, to be honest mate, I just don’t think I’m smart enough to run to do what I’m doing. And he goes, why do you feel like that? We had probably two sessions just talking about my mindset and my belief system and he got me to change my language and that was the start. That was it actually. I just had to start looking at myself differently and talking to my subconscious mind, what I said to myself in my mind, I had to start changing the language and the tip that he gave me was, it’s not that I’m not smart enough, I’m on the way and I just don’t have all the tools yet.

(00:38:11):

So he found a really bad trait that I had about always running the best apps and all these dashboards and all that kind of stuff and he pointed that out to me. He goes, how about you just focus on the stuff that you’ve got now and just start using the tools that you got? I’m like, yeah, okay. So I did that and worked really hard just getting consistently just using the tools that I had and accepting that. Also, another thing that he pulled me up on in the start of that 2024 was my money spending habits and my relationship with money and I had a very consumable mindset and make money, spend money sort of thing. And he goes, you haven’t had the right to spend. Beck pulled me up on it too. So both of ’em did. It was like they had a little conversation behind the scenes and they both hit me at once just with and my spending. So the wallet went in the bin for a fair while and I fixed definitely between then and July. My money is spinning habits, it’s definitely fixed itself. But yeah, that was the start of the shift, that conversation and just owning up to it I guess.

Speaker 2 (00:39:33):

The problem, and this is the thing with change is that for the 18 months to two years prior, and the reason why I pulled you and Tom up in that moment and why it resonated with you the most is because when you were looking at there, you were always looking at external factors or this is the reason you were blaming, you were justifying, you were looking at things outside of you around why the problems were existing. And this is the thing about change is for things to change first you must change. You’ve got to make a choice to make a change. And that time in November, and some people make change when they hit rock bottom and that’s where you hit in November in 2023, you’d hit rock bottom When you had that realisation where you’re off the back of another loss, you had to borrow another a hundred grand off your dad.

(00:40:22):

You looked yourself in the mirror and said, this is my last roll of dice. I’ve got to make this work. Some people make change when they’re not on rock bottom. They’re going okay, they just want to get better. But when things aren’t going right for people, the thing that most people do is that they justify why it is and they look to external things around why things aren’t going and that’s what you were doing for so long. But can you see, mate, that conversation you had in that mirror that day, that was the first pointing change because you started taking ownership for who Grant was, how grant was showing up and the result results grant was getting in his life. Can you see that?

Speaker 1 (00:41:02):

Yeah. Grant’s personal life grant, his money habits grant with his relationship grant with how I was showing up to work, how I was talking to my guys, how I was delegating everything, that was all the problems that were happening in the business. I took complete ownership of it I think in that and I made it very clear to the guys that I was taking ownership of it. I said, look, I’m not blaming anyone for where we’re at here, this is all me, but I said, this is what we’re going to do to change it and it’s going to start with this. And I just kind of mapped it out a little bit and then we got after it and I still made a loss in that. So all this change that we had, I still made a loss in 24 that didn’t really start to come fruition for another eight months later.

Speaker 2 (00:41:51):

If you are listening to this today and you are not happy with the results that you are getting in any area of your life, the easy thing to do is to blame others. It’s the market’s problem, the government’s problem, your team’s problem. The cultural problems of this is why at Pravar, one of our Pravar principles, the first Pravar principles is face the facts. You’ve got to face the facts in terms of where you’re at in your business and life. And if you take anything from Grant’s story so far is if you are not happy with something that’s going on in your world, maybe you’ve got to to grow a set and have a good hard look at yourself in the mirror and have a conversation with yourself and take some ownership around what’s the good, the bad, and the ugly in your world because that conversation like with Grant will be the, I just know it will be the turning point in your life if you A, have the conversation. B, take ownership for it and C, start to take some steps to make some changes. And that’s what you did from that point on was wasn’t it Grant things then started to move forward for you, you’re now halfway through 2024 and this was now when you were really starting to make changes, wasn’t it?

Speaker 1 (00:43:07):

Yeah, I think let’s add A, B, C, D, I think the D on that should be speaking about it. You need to speak up about it. I think that was probably another thing. I didn’t just keep it in my subconscious mind and then because I spoke out about it, I spoke to the group about it, spoke to my coaches about it. There was no sweeping under the rug. You can always talk to yourself in your mind and then if you don’t hold, I made myself cannibal by talking about it. I said it to the guys and then there was no come back because otherwise you can say it’s just like going to the gym. Oh, I’m going to go to the gym today. If you don’t go, then no one yells at you because you can tell me anyone.

Speaker 2 (00:43:44):

Correct if you don’t speak about it, it’s easy to bullshit yourself that there’s not a problem. But you’re right, speaking up about it kind of makes it real, doesn’t it?

Speaker 1 (00:43:52):

Yeah, it didn’t make it very real. Yeah.

Speaker 3 (00:43:55):

Talk us through that grant. I mean we call the D for declaration if you like, that you made this declaration around who this new grant was going to be and for many of the guys in the group, it was the first time they’d ever heard you speak that way, see you that way. You might’ve been living that way for six months as you went through the mirror moments and you’ve gone through that realisation with beliefs and sort of grind it away at that for a while and starting to groove this new version of Grant. But when you made that declaration that day, first of all, talk us through it and then maybe we can break down what that felt like. What was it and just explain to everyone what you actually did.

Speaker 1 (00:44:32):

So the declaration was at the Gold Coast Mastermind and it was off the back of my wins for the last financial year in review. And I’ve written got my wins here that from my weekly feedback form from the 1st of July, 2024 just before we went to the Gold Coast, I read out to you, he goes, finished off the new year on a good note, even though we’re still in the red, I’ve taken heap of learnings from all the challenges from last year and I’ve implemented these in the last six months. And gee, what a turnaround, I’m seeing margin management is in play. Improving weekly, improving weekly from not at all last year as much as I hate to say it, I needed to feel proper pain and serious challenge before I was going to see change, before I was going to change. I’m operating my team much more efficiently and have unlocked hidden potential within my leadership and mindset is improving month on month.

(00:45:29):

I’m happy to have the difficult conversation when I have always swept shit under the rug. A quoting is and pushing margins has improved by five to 7% overall I can say I’ve got complete confidence in these margins and I’ve added an additional 4% for our site management fees on an overall project cost. I know our business is going to do back flips in the coming months. We’re signing a contract on a $1.2 million bill later in the week at 25% margin. Again, this has been achieved by selling clients on quality and service and not price. I broken the glass ceiling and beliefs around what I can charge and should be charging huge shift from where I was 12 months ago from charging 17% markup. And I finish off by saying the product is worth what the market will pay.

Speaker 3 (00:46:18):

And that’s a world away from where you were.

Speaker 1 (00:46:20):

That was mate, that was not even in contention. I had not even in anywhere. So that was just before we went to goalpost. That’s why I screenshot it and brought it with me today. I makes me feel super proud I guess. And that belief system, that’s the mind now that I’ve got I’m, I’m a way different person. When I show up every day, I speak differently. Even the conversations we’ve had with other guys, it’s just different conversations I’m always talking about or even trying to help. I’m just trying to help other guys too and other trades ringing and they’re talking about how this bunch of a shit show their thing set up is, and I can see myself just falling into a mini coach sort of thing and just helping ’em, not give me too much info but just kind of help ’em through it. So that’s just come from mindset and the confidence I’ve built around that too. I’ve got confidence in my belief system and the confidence what I can achieve personally regardless of the business.

Speaker 3 (00:47:32):

So the beliefs there. Now it goes from being an internal belief in this new version of you into a public declaration like we said. So what happened on the public declaration? Where did it go from there? You’ve written all this out, you’ve got to that point, you’ve done your review, I’m ready. And then all of a sudden in a flash of madness or motivation, you come up with this declaration.

Speaker 1 (00:47:57):

When I stood up and set it in front of the team, I did it because I was actually scared. I was scared that I was going to stuff it up. The scenes were set, the scenes were set. I had projects contracts locked away and they were going to be starting ’em in September after July. And I had to do it just to make sure that I wasn’t going to stuff up the next 12 months. So I did it again as just another cog of speaking up about it and then made sure I actually did it because if I set it in front of the group and I didn’t get the results once I said it, there was no turn back. It just was kept going.

Speaker 3 (00:48:40):

Do you want to set the scene, Rob? I can remember it like it was yesterday. I think I was standing up too far away.

Speaker 2 (00:48:46):

We’d just been out on our epic boat trip, got 75 out on the water, we’d just come back, we pulled up at port and we’re all saying congratulations and thank yous. And all of a sudden, I think you must’ve been standing next to Coach Steve and you said, I want to say something. And Steve’s like, well go on then go up and say something. And you stood up on something, I can’t remember what it was, and you just blurted some crate and you blurted it out, didn’t you?

Speaker 1 (00:49:13):

Do you remember what you said? No, I remember saying thanks to Rob, Rob, but not for word for word. No.

Speaker 2 (00:49:22):

I remember you saying this is going to be my year and I’m going to win an award next year.

Speaker 1 (00:49:27):

Well, there you go. Actually, no, I do remember saying that now and after that, and I said it even at the awards this year at Hamilton Island, I manifested the award every single day I would think about it. And I just said to myself after that, after watching the boys, Andy, Clyde and Phil do win the awards, they won. I was like, I’m getting after that. I’m getting after that next year I’m, I’m going to get it. So I did it. I did it just to back myself in because I did have confidence at that point, but I was also nervous to make sure I delivered it. And when we come back, the first conversation after the awards weekend with Steve was I told him that I was nervous and I didn’t want to stuff it up. I said, what do I have to do in coaching to make sure I don’t let this go? And we set regularly pass marks that I had to do every single week and I said, I just need to know the minimum thing, the minimum amount of work I need to do just to make sure that I’ve got a grip on things.

(00:50:33):

And we did some work around that setting weekly pass marks around and the pipeline plan and the cashflow and budget reviews and all that kind of stuff. And that’s what it was. That really, that’s how I got traction. The tyres started hitting the road at that point.

Speaker 2 (00:50:50):

So to put you out of your suspense, we’ve flirted around a little bit. We’ve spoken around awards and all those types of things. For you listening here today, Grant won our breakthrough award for 2025 and Hamilton Island. So this is 12 months down the line from this debt declaration. So the breakthrough started, if we can start piecing this together. The breakthrough moments started in November of 2023 and into Christmas. That was borrowing the money, having the shower, the looking in the mirror, the taking the ownership and starting to make some changes. The changes first started in January to June, the 1st of July was that win and the reflection on the year. That’s been, we had our awards event for 2024 in Gold Coast in July, the end of July, start of August, 2024, he made the declaration. And this year in 2025, he won the breakthrough award.

(00:51:43):

And that breakthrough award is to recognise that one client who has had the greatest breakthrough in the 12 months prior. So let’s piece all this together. And Grant won that because there was a number of areas that you had a breakthrough, there was a breakthrough in business-wise, there was a breakthrough in your leadership, there was a breakthrough in your mindset and they were the three categories that got you that award. And so mate, talk us through to begin with the it went mindset, leadership, then business because they all went in that order. And so looking back over the last, in that 12 months of the 2025 financial year, what was the biggest mindset breakthroughs that you had in that period? You’ve obviously spoke around belief so far. Ownership and belief were two of them. What other areas in your mindset do you think you had a big breakthrough in?

Speaker 1 (00:52:36):

Consistency? I had consistency. Yeah. Yeah. From July, coming back from after that weekend, I was so dialled in. There was nothing that was going to get in the way. It was really putting a lot of focus in my week and where I was prioritising my time and there was no, I wouldn’t, if I had to go to site, it was a plan to go to site. I wouldn’t just go, I’ll go to site on Monday. I got a lot of structure around my week and I prioritise my time really, really well. And I didn’t let anyone let that take that away from me, but just the consistency would probably be a massive one. And I just had to get laser focused. Yeah, that was huge.

Speaker 2 (00:53:28):

The success leaves clues there. It’s the taking the ownership, the belief that it’s possible and the consistency of execution. There are three big areas from a mindset point of view. Talk us through where you had the breakthrough in your leadership. Is that was the big area where you stepped up and shone as a leader. What was that change in you and how did you notice that your leadership really went to another level?

Speaker 1 (00:53:55):

Well, at the start of it, getting really clear on the guy’s position descriptions, then holding him accountable. I didn’t have the position descriptions for my main boys and then had consistently one-on-one meetings with the site managers and then again with the team. So had monthly team reviews and I was having weekly site manager reviews as well. Just talk about the goods, about the ugly, what went well, how can we proven just that constant feedback loop that really got the team humming on site and made sure we’re hitting revenue targets too. It’s all good male having a big pipeline, but you still running sloppy on site. Doesn’t matter how good your numbers are, you’re not going to get the results. So our sites tightened up. The guys were taking accountability on site with the schedule. When materials were ordered, I trully dialled in on managing margin as well.

(00:54:51):

At that point I dropped the mates sort of thing and I sort of dropped a little bit of the relationship with all the using mates being loyal to them. Sorry, I went out to market and found cheaper sub trades. I was just profit focused at that point and if I could find a cheaper supplier or whatever, we went and did it. And Prue’s game then was as well, if she could share it was her role. So she just went out and sent it to market and should find two grand here and three grand here. But I think really the consistency around those meetings with the site guys and then the whole team monthly that was, I wasn’t doing that before. And we’d talk about labour, we’d talk about site diaries, we’d talk about who’s doing what challenges did we have on site last week, and that’s a rhythm now, but that’s what it was. That was another big, just the consistency all the way, the whole loop I would say.

Speaker 2 (00:56:01):

Isn’t it interesting that, and we say in coaching all the time, that the fish rots from the head down and isn’t it interesting that the problems that you were having within your team were just really your reflection upon yourself? And it wasn’t until you took ownership for that situation and became consistent within yourself and held yourself to a higher standard and higher levels of accountability. Is it an interesting that that started to become the culture of Hatley construct? This is the thing that just became the norm and it wasn’t because all of a sudden they changed. They changed because you changed, didn’t they?

Speaker 1 (00:56:33):

Yeah, absolutely. Anything about now September, I think it was October. October we did a million dollar month. Wow. But that was not because we had a lot of work on that was because we had a plan and we spoke about the plan before we executed it. I knew I was going to hit a million dollar month, six weeks earlier. But yeah, so now general practise for us now is every, I got to do it tomorrow, started this month. I’ve got to reflect on the revenue we did last month. And then I go through all their projects and I draught all their invoices to know what our revenue’s going to be, and then I put it all up on the whiteboard and then everyone knows what they have to do, execute for that month. So we hit that revenue and that was probably another big thing back in the earlier years before this last 12 months has gone. I never really put any emphasis on revenue. We’ve got these, we have say, let’s talk about revenue. For me, 2021 was like 2.4 and then I did about three and a half. Then 2023, we did 5.5, which we’ve actually made a profit that year. Then 2024 did 3.8. I was meant to hit 5.5 million that year, only 3.8. And that wasn’t because it didn’t have work, it was because we put no emphasis around what revenue were hitting and we just go to work rather than having to plan. There was no plan back then

Speaker 2 (00:58:10):

And 2025?

(00:58:10):

 2025, 7.5,

(00:58:14):

And you can see the change there. And this is the business breakthrough that you had. It came off the back of the mindset change. It came off the back of the leadership change and this was the business breakthrough that you had. You took things to a whole new level and the results really started showing then. So talk us through your business breakthrough that you had in that 12 month period in the business front that brought all this together. Talk us through that.

Speaker 1 (00:58:37):

The revenue come from planning. I had the pipeline, but then I put the people were in the right positions at that point. Were managing ’em very, very tightly. We were doing monthly. I was all over the budgets, still ml over the budgets and I just had my finger on the pulse all the way. That didn’t come off for one month. So that was huge just around what projects we’re working on to get the revenue I set in using the pipeline planner, the was most unutilized tool in one of our Pravar tools with the pipeline cleaner. I was in that every single, probably every second day, every single week. And before that, I’d maybe opened every quarter at reviews. So the pipeline planner was a massive part that gave us direction, I guess, and kept us on point because if we didn’t hit Target, then I knew we had to find save.

(00:59:38):

We didn’t hit Target by a hundred grand. I had to find that a hundred grand somewhere else. Even just to fast forward a little bit last this quarter just gone, we we’re meant to hit eight 50 in July, hit four 30, this massive behind. I’m not going to get that back till January, Feb, that loss, it’s going to take me that many months to get that $400,000 back so then we can get back into green and make sure we hit revenue target for the next 12 months. So I’d never had, just never had any game plan around what revenue we’re hitting for the months and putting any focus around that. So revenue, we hit the seven and a 5 million revenue last year because I’ve put a lot of emphasis around that and made sure we’re focusing on the right jobs at the right time and putting people labour in the right spots.

(01:00:35):

And then yeah, just the people in the right spots as well. Then the net profit just showing up. But money spending wasn’t just buying shit if I didn’t need it. I didn’t even go buy, I’d have bought, I wouldn’t have spent over $500 and clothes myself the whole last 12 months. I mean, just didn’t buy anything unless I had the money for it. It was everything Rob. It was everything. It wasn’t just one thing I had to fix every, I had to not fix. Nothing’s all fixed still now, but I had to be actively working on improving every part every month.

Speaker 2 (01:01:20):

You recently got some recognition at the Master Builders Award. Talk us through those awards that you achieved recently.

Speaker 1 (01:01:29):

Yeah, so we won. We put two projects. I’ve never put our projects forward for Master Builders, but this year we did and we took away Best Custom House, 2 million plus was open I guess, and we got special recommendation for 1 million plus Custom Home. But the DHA North Project, the 2 million plus project that we won took us to Magus. We then won northern builder, Northern regional builder of the year for our area. So we’re actually going down to Melbourne next week for the state awards, which will be, that’s a crown back to our event. So went splashed out on a really nice tux Saturday last week and I was actually going to put that in my wins that I splashed out and put a really flash suit and I felt good about it and I didn’t feel bad about spending money.

Speaker 2 (01:02:33):

2025 financial year was the year of recognition for you. You won awards at Master Builders, you won the Breakthrough award at Pravar, you hit a record revenue record, net profit, but there was no mistake of why you got that recognition and it was off the back of 12 to 18 months of consistency and commitment to doing what you said you were going to do. And mate, we’re so proud of you for the results you’ve achieved and I know you’re going to back it up again this year because I always say to clients, one good year doesn’t impress me. Back up a few and that’s what impresses me. And I know that stuck with you a lot because, and you want to show that you can do it again and I know you will, but mate, hasn’t it been a big 18 months for you? It’s been a breakthrough for Grant, hasn’t it?

Speaker 1 (01:03:31):

Yeah, it just feels really nice. Not to say I’ve got cashflow problems. If I could have a million dollars or say I actually said this, if I could decide between not having cashflow problems or a million dollars, I would rather just not have cashflow problems. So that’s been, especially now having a young family, it’s nice, it’s nice at home, things are a lot different.

Speaker 2 (01:04:01):

How is family life with a house full of girls?

Speaker 1 (01:04:05):

It’s been a journey and just to give everyone a bit of context, got Milaney is 19 months and Hazel’s five months, so they’re 15 months apart. So nice and close, but it’s good. Weekends are quiet now I’m not outside trying to work and or work even on the property that our homes all completed. So it’s just quiet weekends now and I’m happy just to sit and do nothing.

Speaker 3 (01:04:32):

Do nothing. I love it. No chance.

Speaker 1 (01:04:37):

I do actually. I don’t do nothing, but I’m usually a busy person. I struggle. Beck hates this about me, but my nature is I just can’t sit still. I’m usually I find something to do, go mow lawn or go cut some grass or something like that. So yeah, it’s nice just to hang out for a bit.

Speaker 3 (01:04:59):

Nice. Grant, before we let you go, there’s one story I’d love to hear. I don’t think I’ve heard you tell it, but I am aware of it. We’ve talked and you were open enough to tell us about the bank of DAD earlier on in the journey and where you got to, you’ve since paid all of that back, but the way you did that and what it meant to you to have that occasion of how you did it and what you did would love it if you’d be willing to share with us what that was like that day that you finally paid it all back.

Speaker 1 (01:05:29):

So I actually had the plan to pay it back by the end of the financial year. This just gone, but I was paying $10,000 a week back and I paid it back faster than that. I had it all paid back by April. So I didn’t start paying it back until about September, 2024. Yep, September 24 when we started making profit quickly. Yeah, paid $215,000 back in and all a o debt plus and I’ve just kept that $10,000 I was paying back that money still comes out and goes into another account. So that was huge just for me and for Becca as well. Becca was tapped out in 2023. She’d had enough so just to pay that back and she just wanted us to stand on her own two feet. So that day that we did pay that, it was massive. It was such a break off my shoulders and that’s probably the day that I felt like a businessman after that day, after I paid that debt back, I’m like, yeah, I’ve got this now. And we’ve got very, very minimal business debt at the moment. Very, very minimal. So for a company of our size, even the last 12 months I bought Alex a Ute brand new Ute work Ute just paid cash for it, just didn’t have to borrow money. So yeah, things are a lot different now we’re focusing on wealth creation. We’ve just bought into a commercial property, which is a big step for us.

(01:07:10):

And building the cash reserves, that’s the exciting part. Now we’ve got a big goal to get to by Christmas to get our cash reserve, to have that pillar ticked before we can start provid earned the right to go play outside the business. So I’m being very conscious of not sticking to the process. I’m very, very aware of that and also very aware of not becoming complacent. I’m probably right now in this little phase that I’ve got right now, I’ve got to have a bit of a shift and I’m working with this with Steve, the coach and a lot of guys do this in coaching. They have such a big win and then they fall off and I’m probably, not that I’m falling off, but I need to readjust because the last 12 months all I was focused about was just getting that financial year done and see how we went and then now I’ve got to realign my goals and my vision and what we’re doing for the next 12 months. I’m working through that at the moment. I haven’t got that, I dunno what that looks like yet, but it’s exciting. Yeah, it’s exciting. I do know where we’re going to get to. I’ve got some big goals revenue wise and wise, but between now and Christmas, me, Gleeson and I need do a lot of work on what I’m getting after right now to keep me focused and just make sure we keep pushing. I keep pushing. Yeah.

Speaker 3 (01:08:41):

Second Pravar principle, never settle.

Speaker 1 (01:08:44):

Never settle. And I was very wary of that straight after it happened. I was like, mate, you even look at my roadmap for the year. It was all up to quarter two and then quarter three and four was empty. So what we’re working on now, which is a lot of work, is building systems within inside the business and working with Systemology to build a bit of systems before we can grow. I’m very aware that if I can’t bring in another two or $3 million into the business now with the structure that we’ve got, yes we lots improved, but it’s got to get dial in a lot. I’ve got to get a lot tighter, tighten my screws up a lot more before I’d be bring in a lot more revenue. Yeah.

Speaker 3 (01:09:25):

I love it. Sounds like Grant, the business owner is fully in the house. I love a good transformation story, Rob.

Speaker 2 (01:09:32):

Yeah, it’s pretty epic. It’s such a breakthrough and yeah mate, we’re super stoked for you and yeah, your speech in Hamilton Island and the acceptance of your award, it was heartfelt mate and very touching and I think it’s, you’re an inspiration mate. You really are and you’re an inspiration. I feel inspired by your story and I know that just the guys in the community, you inspire them as well and it just shows what happens when you face the facts, take ownership and make a declaration for a real commitment to make change. And it’s a testament to you mate. You could have kept spinning your wheels and blaming everyone else, but it’s amazing that what happens when you put your stake in the ground and say, oh, why not me? And that’s what happens is why not me? And you made it happen. So yeah, we’re proud of you mate, and thanks for sharing your story today.

Speaker 1 (01:10:23):

Yeah, thanks Rob. Thanks Dan. Also, I think just speaking about it, I think anyone that’s listening first step is just to speak about it out loud, get it out of your head, talk to your partner, talk to if you’ve got a business coach or whatever it may be. But I think that, and I didn’t realise that declaration that I made at Gold Coast, the effect that had on other guys, they brought it up at Hamo when Dorsy said, and Foster also as well. I didn’t realise just me doing that, what I did to them, what I did for them. So I think just speaking about it would be the start. For anyone else that’s listening.

Speaker 2 (01:11:07):

If you’re in that position where you know need to make change and you dunno where to start, but you need to take some ownership around that and do want to speak to someone, then jump across to strategysession.com.au and get the process started. Book in a call with a time that suits both of us. Let’s have a conversation around where you’re at and where you’re trying to go. If we feel that we can help you, let’s keep the conversation going and see if coaching with Pravar group is the right fit for you. Grant, thanks so much for coming in today. We really appreciate it. And Dan, should we leave it there?

Speaker 3 (01:11:40):

I think so. Great place, Dan. Thanks so much, mate, for coming in.

Speaker 2 (01:11:44):

Appreciate it guys. Cheers.